3 Sustainability report Contents 1. Foreword a business run both successfully and responsibly 4 2. First sustainability report 6 3. Overview of the Doka Division Doka formwork-technology pathbreakers Doka going global by going local Policy of moving into new markets successfully continued A dependable, innovative high-performer Amstetten HQ the Group s strongly beating heart Organisational and ownership structure The Doka Division and the economic environment Highest-ever Group revenues and worldwide collapse in construction output Breakdown of revenues by Sales Region Key corporate figures for Doka Division Overview of business developments from 2008 to Outstanding achievements Holistic management system in Doka Division Corporate Policy living out responsibility actively in practice Our Corporate Policy in detail Open communication with all stakeholders Actively living out environmental responsibility in practice Sustainability right from the development stage Timber procurement from sustainable forestry Environmental protection at the production sites Optimising energy and resource-conservation Controlled waste management Frugal water consumption Resource conservation from extra-long-lived products Efficient logistics, worldwide High resource-conservation from professional equipment reconditioning services Our employees a crucial factor behind our success Doka an attractive employer, worldwide Doka a fair employer, worldwide The Doka Division a reliable partner right from the outset Open communication builds confidence Taking social responsibility seriously Top priority for health and safety at work Outlook sustainability goals Content Index as required by Global Reporting Initiative (GRI Guideline) Corporate governance Clear rules binding upon everyone Strong values for a strong company Actively living out leadership responsibility The Doka Division an active player in wider society A strong partner for educational establishments all over the world Product and service offerings Doka the high-performing full-line formwork supplier Product responsibility safety first The gold standard for us: high customer satisfaction Partnering with quality-conscious, environmentally aware suppliers 24 3

4 Foreword a business run both successfully and responsibly 1. Foreword a business run both successfully and responsibly Dear Readers; As a company with strong regional roots and a heritage reaching back over more than 50 years, the Doka Division has always been keen to harmonise its environmental and social responsibilities with its business imperatives. This is a corporate culture which is very much shaped by sustainable business practices, and which both Management and staff all accept and understand as the mandatory backdrop to all that they do in practice. Organic growth is thus an integrating attribute of our Corporate Policy. Strategic investments aimed at delivering sustained gains in efficiency at all levels combine with our financial strength to provide a solid foundation for long-term economic success. New challenges in a changed market environment The collapse in construction output caused by the global financial and economic crisis has also left its mark on the Doka Division, of course. After years of uninterrupted growth and successful internationalisation, in 2009 we suffered a pronounced drop in turnover. We were very quick to adapt our processes and structures to this new and different set of conditions, and this helped us to weather the crisis much better than our competitors. By redoubling our sales efforts, we have even managed to expand our market share still further in many of our markets. We are determined to stay on this successful track as we deal with today s still difficult market conditions. Among the key prerequisites for achieving this are careful cost management, and strategic enterprise management that is oriented towards clearly defined long-term goals. Our employees a crucial factor behind our success For us in the Doka Division, the motivation and the professional and social skills of our people are a makeor-break success factor and an essential precondition for building partnership-oriented client relationships. This is why we have made systematical initial and continuing training of our employees, and the Facilitate and Challenge principle, the central pillars of our strategic personnel development effort. As well as this, our continuous improvement process enables our people to play an active, self-responsible role in the development of the company. This sustainability-oriented approach to personnel management is mirrored in our employees strong identification with the Doka Division, and in our unusually low staff turnover rate. In the Leadership Principles which we published in 2008, we laid down binding rules for all employees, which foster a climate of constructive teamworking and thus lastingly strengthen mutual trust within the workforce. Sustainability-oriented and resource-optimised With its annual consumption of several 100,000 m³ of sawn timber and wood-based materials, the Doka Division is one of the biggest timber-processing operations in Austria. For many decades now, Doka has actively lived out a responsible approach to the use of timber, a resource which it sources primarily from sustainable forestry, as a central plank in its commitment towards the ecological and social environment within which it operates. This unequivocal commitment is also evidenced by the fact that in 2009 the Doka Division was certified by the internationally recognised rules of the Programme for the Endorsement of Forest Certification (PEFC). Rigorous compliance with all environmental regulations and continual optimisation of our energy and resource consumption also take top priority in all our other production processes. This is underlined by our well-chosen investments in resourceefficient production technologies, and by the optimised use that we make of resources in all areas of production. In 2010, our environmental management system was certified to ISO 14001, sending a powerful signal both within and outside the company. Efficient goods logistics for lower CO 2 emissions Formwork technology is a high-volume business. Given our high (over 90 %) export ratio, and the fact that we have more than 140 worldwide sales and logistics locations to keep supplied, efficient goods logistics is extremely important to us. In view of the increase in freight volumes, the Doka Division took a deliberate decision to switch more of its freight traffic onto goods trains and cargo vessels, thereby making a significant contribution towards cutting greenhouse-gas emissions. This structural shift can clearly be seen in a comparative breakdown of the modes of transport used. In 2003, 92 % of shipments were sent by truck and just 8 % in containers. Six years later, there was already a marked shift towards rail and ship, with an almost five-fold increase in the number of container shipments. In 2009, a high-capacity container terminal was put into service at the Amstetten facility, reinforcing this trend still further. This sustainability-oriented logistics concept was the winner of the 2009 Mobility Prize. Long product lifecycles a win-win-situation All developmental and production steps are rigorously geared to a single overriding objective: manufacturing top-quality products that give our customers measurable added value and that have a longer-than-average service life. The long service life of Doka products results from our broad approach to sustainability, which insists on making efficient use of resources not just during production, but also for as long as possible thereafter. In this first reporting period we also invested heavily in the development of new formwork systems, thereby mak- 4

5 Foreword a business run both successfully and responsibly ing an important contribution towards greater efficiency, safety and ergonomically improved working conditions on construction sites. A clear pledge for the future In the Doka Division s sustainability report, we should like to give you a comprehensive insight into our broadranging activities in the field of sustainability management. Over the past few years, we have invested a great deal in optimising all areas of our business, and are proud of our employees, who have contributed so much towards making these improvements possible. At the same time, these successes are an important spur for us to continue building on our pioneering role as a sustainability-oriented enterprise in the formwork sector. A conscientious approach to the running of our business is an obligation to which the Management and workforce of the Doka Division are both completely committed. It is my pleasure to present to you this first-ever Doka Division sustainability report. Yours sincerely, Josef Kurzmann CEO, Doka Division 5

6 First sustainability report 2. First sustainability report The Doka Division is committed to acting in an effective and lastingly responsible manner in its business environment, towards its employees, towards society at large and towards the physical environment. We aspire to the best possible reconciliation of business goals with environmental and social responsibility. With the aim of ensuring a sustained balance between these aspects, the Doka Division goes beyond mere legal compliance to invest in human capital, the environment and the relationship with its stakeholders. To acquaint a wider public with this ongoing commitment, we shall be publishing a sustainability report at regular intervals, explaining all that we are doing on the sustainability front, and highlighting our developments and innovations in this field. This is the first such sustainability report, covering the years 2008, 2009 and 2010; from now on, a new report is to be issued every three years. The report is drawn up with reference to the GRI (Global Reporting Initiative) Guidelines, which lay down standard performance indicators for the three pillars of sustainability Economic, Environmental and Social (see the Content Index on pp.37 ff.). The Guidelines classify the quality of data collection in one of three Application Levels: Titled C, B and A, these denote the scope and quality of the indicators included. The Doka Division s sustainability report discloses the Management Approach for each Indicator Category and encompasses at least 20 Core Indicators. By so doing, it fulfils the requirements for Level B in accordance with the GRI Guidelines. The Doka Division sustainability report has been drawn up in accordance with the GRI Guidelines. 6

7 3. Overview of the Doka Division Overview of the Doka Division 3.1 Doka formwork-technology pathbreakers The Doka Division belongs to the Umdasch Group of companies and is one of the leading firms in the worldwide formwork industry. Our globe-spanning sales organisation gives construction firms all round the world fast access to safe, dependable, high-performing formwork solutions and services for CIPC (cast-in-place concrete) building construction. 3.2 Doka going global by going local The Doka Division s 140 sales and logistics locations give it a presence in 70 different countries. This allows our customers anywhere in the world to profit from our wealth of jobsite experience, and our five-plus decades of know-how. For particularly important areas of construction, we have our own Competence Centres to support our planning offices in the many different countries in which we work. International networking Pooled experience for all Doka customers All Doka markets benefit from Doka s pooled five-plus decades of know-how. 7

8 Overview of the Doka Division Policy of moving into new markets successfully continued Doka was very early to see the opportunities presented by internationalisation, and more than 30 years ago started setting up branches outside Europe which it has operated ever since. This process of internationalisation has since been intensified even further, with more than 22 new markets being opened up in the past five years alone. Another way in which Doka has been a pathbreaker in the formwork industry is in the constant, long-term nature of its presence on the markets. Because we always strive for long-range partnerships with our customers, we have never made the mistake of falling for a go-and-stop policy going in when times are good, pulling out in a hurry when demand turns down. More than 22 new markets in the past five years Between 2005 and 2010, the Doka Division opened up more than 22 new markets. New Doka markets Doka markets Untapped potential 8

9 Overview of the Doka Division 3.3 A dependable, innovative high-performer On 6 th May 1958, a firm by the name of Österreichische DOKA, Schalungs- und Gerüstungstechnik GmbH was first registered in the Austrian Register of Companies. This laid the foundation for an unprecedented success story. More than 50 years later, Doka is a brand that enjoys worldwide recognition and is a by-word for quality, innovation and capability in all areas of formwork technology. Providing the greatest possible tangible benefit to the customer; building partnership-oriented business relationships; achieving sustainable value-addition with a highcalibre workforce for Doka, these are all absolute maxims. A vital contributory factor to the company s success has been the process of continual development that has transformed it from an industrial manufacturer into a fullline supplier for the construction industry, with a direct sales organisation and an extensive array of services. With its pathbreaking products, dependable advisory service, highly efficient production operations and comprehensive package of service offerings, Doka makes a major contribution towards sharpening its customers competitive edge. Sustainability and reliability have never been fashion trends for Doka, but always guiding values. Recently, these values have acquired even greater significance. The reason is the changing demands that are being made on the market and at construction sites. If construction firms are to meet the changed and ever-tougher demands being made of them, long-term partnerships with dependable suppliers, based upon mutual trust, are now more important than ever. In times like these, the firms that make the grade as real corporate partners are ones like the Doka Division that have a highly efficient organisation and bags of staying-power, that can enthusiastically take on even the toughest challenges, and that are underpinned by rock-solid balance sheets Amstetten HQ the Group s strongly beating heart Doka has always kept all core competences like R&D and its highly efficient production operations firmly in-house, constantly expanding and upgrading them for maximum performance. The bulk of the company s profits has been ploughed back into modernising and expanding its production capacity and into extending its logistics network, so as to ensure rapid availability of top-quality formwork resources even at times of peak demand. Expansion of Doka main plant, The international growth of the Doka Division has also been reflected in its central plant, which has been repeatedly extended and modernised. 9

11 The Doka Division and the economic environment, The Doka Division and the economic environment, Highest-ever Group revenues and worldwide collapse in construction output From 2005 onward, the global economy (and with it, construction industry demand) was riding higher and higher. The Doka Division made the very most of this opportunity, and with its high-performing product & service offerings and its successful entry into many new markets, it managed to score annual revenue growth of between ten and 24 percent. Development of world construction output USD trillion However, the financial and economic crisis that broke towards the end of 2008 led to a severe contraction in construction output in nearly all markets, and thus also to declining demand for system formwork. In 2009, after more than a decade of unbroken growth, the Doka Division suffered its first drop in revenues for many years. Group-wide Revenues were also below the previous year s figure in Nevertheless, the Doka Division s result was firmly in the black in both these financial years, despite the difficult market conditions Source: McGraw-Hill Revenue trends at Doka Division Development of workforce headcount EUR m

12 The Doka Division and the economic environment, Breakdown of revenues by Sales Region Breakdown of consolidated revenues by Sales Region, % 26 % 30 % Central Europe Western & Northern Europe Eastern Europe, Russia Southern Europe, Latin America, Israel Africa, Middle East & India, West & Central Asia, East Asia & Pacific 11 % 11 % North America, Mexico 16 % 4.3 Key corporate figures for Doka Division As a non-listed Austrian joint-stock company ( AG ), the Umdasch Group is obliged to draw up annual and consolidated financial statements in accordance with the Austrian Business Enterprise Code (öugb). The consolidated financial statements thus comprise the Balance Sheet, Income Statement, Cash-Flow Statement, Notes and Situation Report for the Umdasch Group as a whole, with no distinction between the Doka Division and the Umdasch Shopfitting Division. The balance sheets of the Umdasch Group for the financial years covered by this report may be found in the respective Annual Reports of Umdasch AG. This can be viewed at 12

13 The Doka Division and the economic environment, Overview of business developments from 2008 to 2010 Financial year 2008 Record revenues and expansion of distribution network In 2008 the Doka Division successfully continued along the profitable growth track it had followed for the previous several years. With revenues growing by around 10 % to EUR 923 m, the strategic growth targets for the year were more than met. The distribution network was expanded and optimised, in both geographical and qualitative terms. The even greater closeness to customers which this brought about, and the stepped-up endeavours to strengthen Doka s engineering and sales capabilities, had a positive impact in its markets. Financial year 2009 Positive result despite decrease in revenues 2009 was very much marked by the repercussions of the global financial and liquidity crisis. In many markets, these brought about changes in the composition of construction output, in the overall competitive environment, in exchangerate relationships and in the payment terms for trade receivables. The fiercer competitive pressure made itself felt most keenly in the falling prices that affected a number of markets. In many economies, growth in construction volumes went into reverse. This trend was accompanied by a marked shift away from building-construction projects to civil engineering ones. The Doka Division met its customers ever more demanding expectations by providing formworktechnology services at the highest level. By taking swift and decisive measures to safeguard liquidity, and a proactive approach to cost and capacity management, Doka was able to adjust to these very different market conditions in good time, and to limit the drop in its revenues and earnings. Thus it was that the Doka Division closed 2009 with revenues of EUR 762 m euros and a positive operating result. Compared to the all-time record year of 2008, then, year-2009 revenues were 17 % down. Financial year 2010 Innovations for even higher performance Despite the still very difficult economic backdrop, the Doka Division closed 2010 with a positive operating result. By further differentiating ourselves from our competitors with our top-quality product and service offerings, tightly drawn branch network, outstanding technical and logistical expertise, and one of the most efficient manufacturing operations in the entire sector, we were able to keep pushing ahead successfully with our drive to boost our market share. In this financial year, Doka also unveiled the results of its ongoing innovation effort at bauma These pathbreaking innovations aim at injecting ultra-high productivity into the construction workflow, so as to boost construction firms efficiency. World record with Doka: Burj Khalifa in Dubai at 825 m, the world s tallest building was built using automatic climbing formwork from Amstetten. By developing a high-performing cantilever forming traveller, Doka has given a lasting boost to its market position in the growing transport-infrastructure segment. Doka showcased some pathbreaking formworktechnology innovations at bauma 2010 in Munich. 13

14 Outstanding achievements 5. Outstanding achievements Doka innovations help our customers to be successful. Innovation is a major core competence of Doka. Doka is continually developing and improving its formwork-technology products and services so as to permanently boost cost-efficiency and profitability at cast-in-place concrete construction sites all over the world. Again and again, the company s innovation work and its sustained commitment to improvements in the logistics field have won it many different awards Bautech-Preis 2008 best project in the Concrete category Bautechnik-Award 2008 Table Lifting System TLS Innovation Prize of the Province of Lower Austria: Winner in the Investment goods category Province of Lower Austria Certificate of Recognition for excellence in innovation Nominated for Austrian State Prize for Innovation Nova-Award for Table Lifting System TLS 2009 Province of Lower Austria Certificate of Recognition for excellence in innovation Mobility Prize nd place in the Corporate category, for sustainable logistics concept Go-International Award 2009, for extraordinary successes on foreign markets 2010 Province of Lower Austria Certificate of Recognition for innovational achievement (ProFrame formwork panel) Province of Lower Austria Certificate of Recognition for innovational achievement (Forming wagon TU) Recognition Prize from Lower Austrian Chamber of Commerce for contributions to the apprenticeship training offensive (vocational training fairs) CEO Josef Kurzmann (centre) receives the Go-International Award 2009 from Chamber of Commerce President Christoph Leitl (right). 14

15 Holistic management system in Doka Division 6. Holistic management system in Doka Group As early as 1992, Doka began to formally set out and establish its management systems. With a view to systematic implementation of our vision and strategy on the basis of our corporate culture, as set out in our Corporate Policy, since 2003 the Doka Division has been using a unified Management System. Excerpt from the foreword to the Management System Handbook: With good, correct management, we steer the organisation towards translating strategy into action, providing orientation in the face of constant change. In so doing, we make use of the tried-and-tested principles, methods and processes in the Doka Management System. Providing the greatest possible customer-benefit, building a high level of customer-satisfaction and developing partnership-oriented business relationships are key components of our mission. As a tradition-steeped family enterprise, we take decisions that are geared to sustainability and long-term success, and strive to make careful, considerate use of all our resources and to establish high standards of environmental protection. Our Management System encompasses all aspects of corporate governance, resource allocation, product and service provision and control and alteration. The Quality, Environment and Social aspects, and the stipulations regarding health and safety at work, form an integral part of these. Some of our constituent companies are also certified by accredited, internationally recognised organisations to ISO 9001, ISO and PEFC. On the one hand, strategy implementation is driven ahead by the enterprise-wide goal-setting and planning process starting with the target-fields defined by the Executive Board and continuing all the way through to the goal-setting agreements reached with individual employees. On the other hand, the implementation process is monitored and underpinned by a graduated reporting system that extends all the way up to a full Doka Division Strategy Review. Both short-term and long-term, preventative findings are reflected in this review. Comprehensive metrics regarding sustainability, environmental protection, quality and safety are an integral part our Strategy Review. Our Group-wide audit system assists with goalfulfilment and provides feedback on how the holistic management system is being lived out in practice. The audits we perform throughout the organisation serve to keep in motion a process that prompts every single employee as well as the organisation as a whole to improve all the processes occurring within the company, in line with the strategy. 15

16 Corporate Policy living out responsibility actively in practice 7. Corporate Policy living out responsibility actively in practice When we published our first Corporate Policy in 1993, sustainability issues such as the use of resource-conserving technologies, the realisation of a high standard of environmental technology, and giving preference to long-lived products were already an important focus for Doka. The current Corporate Policy stresses the primacy of sustainability-oriented corporate governance throughout the Doka Division: The Doka Division is committed to acting in an effective and lastingly responsible manner in its business environment, towards its employees, towards society at large and towards the physical environment. In all our decisions and actions, we observe the relevant laws, directives and standards, wherever in the world we are active. As a market participant noted for integrity and fairness, we pledge to engage in legally compliant, upstanding and ethically correct competition. We aspire to the best possible reconciliation of business goals with environmental and social responsibility. With the aim of ensuring a sustained balance between these aspects, we go beyond mere legal compliance to invest in human capital, the environment and the relationship with our stakeholders. 7.1 Our Corporate Policy in detail Customers We are a capable and reliable partner to our customers, and strive to build up enduring business relationships. With our innovative, quality-assured products and services, which contribute towards our clients business success, we score high levels of customer satisfaction. To be sure of attaining this goal on a sustained basis, we offer our customers extensive consulting, planning and other services, underpinned by customer analytics and market surveys. For each of the various areas of our business, carefully formulated strategies lay down the positioning that we consider necessary if we are to work our markets in a promising and focused manner. Another important goal here is to win our customers favour. Employees Doka s corporate culture is characterised by a sense of responsibility, a cosmopolitan outlook, the courage to embrace change, implementational strength, and loyalty. Our company s success is based upon the personal career development of our employees. These latter stand out for their efficiency, their high capability, their willingness to take the initiative and their identification with our familyowned enterprise. When hiring and promoting staff, we attach great importance to equality of treatment for all, so that no distinction is made by reason of race, origin, gender, religion or age. Our company assures all employees of their right to national collective labour agreements, and sees to it that there is an appropriate and equitable wage and salary framework in place at all its corporate locations. Our goal-setting interviews help to promote a motivating style of communication with our staff with regard to our common goals and each employee s personal career objectives. By means of appropriate educational programmes that take account of each individual s talents and abilities, we develop our employees specialist expertise and motivation, and in doing so, undergird our international competitiveness. Our company-wide ideas management system encourages employees to come forward with their ideas and suggestions for developing our processes, technologies and products, and thus to share in shaping our success. Over and above what the law requires of us, we have initiated very many projects aimed at giving all employees a safe and health-promoting working environment coupled with opportunities to realise their personal potential. From all our staff, we expect honest, courteous and respectful conduct towards one another. Proprietors By taking a long-term approach to corporate development, we aim not only to become an ever-stronger market performer, but also to continually enhance the value of the company. We expect each of our divisions, and each of their organisational units, to achieve adequate profitability, having due regard to the differing environments of the various markets in which we operate. In our quest for business successes, we are willing to incur an acceptable degree of risk. In this, we attach great importance to constant controlling of these risks. 16

17 Corporate Policy living out responsibility actively in practice Suppliers Our working relationships with capable, high-performing suppliers are geared to long-lasting, dependable partnerships. This co-operation is founded on constant onward development that taps into the progress taking place in the global market, thereby ensuring our competitiveness. Environment For the Doka Division, it comes naturally to be actively involved in the environmental field and going beyond mere compliance with environment-related laws and statutory requirements to be committed to achieving ecologically sustainable practices. We endeavour to employ resource-conserving technologies in the development, manufacturing and utilisation of our products, so as to implement high standards of environmental technology in practice. Our production flows are characterised by quality, workplace safety and environmental protection. We continually invest in modern, safe production lines and take care to ensure that all machinery is deployed in the optimum manner, that all workplaces are designed along ergonomical lines, and that all areas are kept clean and tidy. Our technical experts, workplace safety officers and occupational health practitioners work together closely to meet the requirements of occupational health and safety, environmental protection and resource conservation. The Group s environmental management control procedures are documented in the Management System. Every single employee is called upon to play his or her part in protecting the environment. Our use of modern communication media, car-pooling, factory buses etc. makes a valuable contribution in this regard. Society As an attractive employer we see ourselves as a harmonious partner to our neighbours and the local community. Doka makes a major contribution towards regional development at all its locations, from creating and securing jobs all the way through to safeguarding and strengthening the community infrastructure. Doka has a long tradition of taking on responsibility for socially disadvantaged and needy persons, and for groups and organisations that endeavour to help them. It is a real concern to us that we should contribute towards improving the society around us with tangible actions and projects. Thus it is that we regularly give financial assistance both to cases of social hardship within the company, and to outside relief organisations. The company is also involved in selected sponsoring activities. These values inherent in the Doka Corporate Policy, and the actions derived from them, are found throughout the strategies, guidelines, directives, instructions and Management System Handbook of the Doka Division and its various areas of business. In the exercise of its core competences, the Doka Division is committed to pursuing corporate social responsibility at all of its locations. Sustainability is lived out in practice by every single employee, as an integral part of the corporate culture. 17

18 Corporate Policy living out responsibility actively in practice 7.2 Open communication with all stakeholders The Doka Division pursues a policy of active and open communication with its various stakeholder communities. By engaging in ongoing dialogue, the aim is to safeguard and strengthen people s confidence in the Doka Division as a reliable partner. The Doka Division is committed to a policy of complete, factual and up-to-date communication. Among the main target groups are customers and employees, suppliers and business associates, the media, research institutions and the public at large. These are targeted with a large number of different communication media. Customers Employees Proprietors Partners Suppliers Research institutions Media Society Annual Report Sustainability report Press releases Customer magazines Information bulletins to customers Website Trade-fairs Customer events In-house journals Employee information bulletins In-house conferences Co-operative projects completely partially 18

19 Corporate governance 8. Corporate governance 8.1 Clear rules binding upon everyone Compliance with the laws, regulations and standards in force at each of our locations, and with all valid international rules, is mandatory for all employees of the Doka Division, without exception. As a market participant noted for its integrity, the Doka Division is committed to open, fair competition, respects others intellectual property, and explicitly rejects unfair business practices of whatever kind, such as price fixing agreements or attempted bribery. All Doka Division employees are required to abide by these ethical principles in all their actions and decisions, without fail. This pledge will find formal expression in the Corporate Governance Code of the Doka Division (currently in course of preparation). 8.2 Strong values for a strong company As a company with strong regional roots and a long tradition behind it, the Doka Division has a very distinctive corporate culture that is shared by all its employees. This is characterised by an awareness of responsibility, a cosmopolitan outlook, the courage to embrace change, implementational strength and mutual loyalty. In order to deepen our employees identification with the Doka Division still further, at all our locations, and to position Doka as a strong brand in the public arena, in 2010 we also distilled these values into the Doka Brand Code. The brand values formulated in this Code Reliable, High-performing and Inspiring voice an explicit commitment to long-term, partnership-based business relationships with customers and suppliers. They also underline the demanding standards we set for ourselves as a pathbreaking, internationally oriented company, and are an expression of our strong client-focus. 8.3 Actively living out leadership responsibility First published in 2008, the Doka Division s Leadership Principles lay down a universally binding basis for fulfilling managerial tasks effectively. These Leadership Principles are crucially important for further enhancing the professionalism of managerial behaviour in all areas and at all levels, and for aligning this to the goals formulated in the Doka strategy. In this way, they make a crucial contribution towards creating a joined-up, transparent and universally valid leadership culture. The Leadership Principles of the Doka Division cover the entire spectrum of leadership tasks and have been made transparent and binding vis-à-vis all employees. Their main focus is on such issues as social competence, developing strengths, a goal-directed information policy, decision-making authority, mutual trust, willingness to innovate and achievement-orientation. The Doka Leadership Principles go hand-in-hand with clearly formulated rights and obligations for all staff. The Leadership Principles of the Doka Division. 19

20 Corporate governance 8.4 The Doka Division an active player in wider society As a major (and indeed the largest) employer in the Amstetten region, the Umdasch Group and by extension the Doka Division plays a prominent and active part in local life and society. A particularly important role is played here by the Umdasch factory community (WGU) established by Josef Umdasch back in Organised as a non-profit association, the WGU offers all employees in Austria and their families a varied programme of sporting, cultural and leisure offerings, in 16 constituent clubs. What is more, the WGU supports around 20 sports associations and cultural bodies every year, actively fostering community life in Amstetten. The great social commitment of Umdasch and Doka is also reflected in their substantial annual donations to charitable organisations. 8.5 A strong partner for educational establishments all over the world For the Doka Division, supporting school & college students, and educational establishments (vocational schools, construction academies, higher technical education institutes and universities) is an important part of its responsibility towards society at large. This is why Doka gives schools and colleges carefully targeted help, both financially and by providing formwork and training materials. As well as this, noted formwork experts give regular guest lectures at which they pass on their specialist knowledge and practical experience to the next generation of construction technicians. The biennial Doka Students Contest is an excellent opportunity for up-and-coming construction engineers to deepen their knowledge by tackling challenging real-world projects and to prepare themselves for their future work. Another significant part of Doka s efforts to promote young talent is the technical support that it gives to students working on their diploma and final dissertations, and the opportunities to do internships at Doka. The best-ranking project teams of the Doka Students Contest 2008/09 at the award ceremony held in the Doka Forum in Amstetten. 20

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